Learn more about John Hansmann, MSIE, LFHIMSS, DSHS

Author Bio

John Hansmann, MSIE, LFHIMSS, DSHS

John Hansmann, MSIE, FHIMSS, DSHS joined Health Catalyst in October, 2015 as a Sr. Director. He has over 30 years of healthcare experience in operations, productivity management, strategic and IT analyses. Prior to coming to Health Catalyst, John was the Senior Director of Labor Management & Productivity for Tenet Healthcare Corporation. Prior to Tenet, John worked for Intermountain Healthcare as the Urban South Region Manager of Management Engineering. He has expertise in the development of standardized nursing care models and staffing practices, optimizing patient throughput, work redesign and leading workflow analysis. John is a Fellow of the Healthcare Information and Management Systems Society (HIMSS), a senior member of the Institute of Industrial Engineers (IIE) and Diplomate within the Society for Health Systems (SHS.) He is a past Board member for HIMSS and past President for SHS. He currently serves on the Advisory Board for the school of Industrial and Manufacturing Engineering (IME) at North Dakota State University (NDSU.) He received his BSIE and MSIE from NDSU.

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John Hansmann, MSIE, LFHIMSS, DSHS

The Top 8 Skills Every Healthcare Process Improvement Leader Must Have

Healthcare process improvement leaders not only have to be a jack-of-all-trades, but they need to be a master, as well. This is one of the most important leadership roles in the healthcare system with responsibilities that can ultimately end up saving lives, improving the patient experience, improving caregiver job satisfaction, and reducing costs. Although there are many others, these eight skills are the most critical for the efficient, and ultimately, successful process improvement leader:

Communication
Trust Building
Coaching
Understanding Process Management
Understanding Care Management Personnel
Constructive Accountability and Constructive Conflict
Resiliency and Persistency
Seeing the Big Picture

Along with the right training, education, and sponsorship, it’s easy to see why this role blends many elements of art and science.

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Bobbi Brown, MBA
John Hansmann, MSIE, LFHIMSS, DSHS

Five Solutions to Controlling Healthcare’s Cost Problem

When expenses exceed revenue, business has a financial problem. In healthcare, the focus has been on revenue for so long, we’ve lost sight of runaway costs brought about by high labor and technology expenses, inefficient use of resources, and supply waste. Recognizing the cost problem is a big first step toward solving it.
Five expense-controlling strategies can play a significant role in returning healthcare systems to a stronger financial position:

Refocus on labor management.
Manage employed physicians.
Change the patient encounter environment.
Augment standard approaches with technology.
Manage patient access and flow through the healthcare system.

With new, value-based payment structures, shrinking margins, and decreasing reimbursements, this insight offers some new ways to think about expense inefficiency and how to get costs under control.

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